Before You Create training
At some point in almost every organization, someone says:
“We should create training for this.”
Sometimes that’s the right call. But just as often, that statement is a signal — not a solution. It usually means something isn’t working, expectations aren’t clear, or people are struggling to do their jobs effectively. Training feels like the fastest way to respond because it’s visible and actionable.
The problem is that training can’t fix everything.
When Training Is Carrying Too Much Weight
Training works best when it’s reinforcing something that’s already been designed with intention.
When processes are unclear, workflows are inconsistent, or expectations haven’t been defined, training ends up carrying responsibility it was never meant to carry. People complete the course, but behavior doesn’t change in a meaningful way.
That’s not because the training was bad. It’s because the real issue lives upstream.
What I Pay Attention To Instead
When deciding whether training will actually help, I start with behavior — not content.
I look at questions like:
Do people have what they need to do their jobs successfully?
Do they understand what’s expected of them?
Is their work environment set up to support the outcomes you want?
When those things are clear, training can be incredibly effective. It supports, accelerates, and reinforces good design. When they’re not, training becomes a workaround.
Why Slowing Down Changes Everything
There’s almost always pressure to move quickly — to show progress, to fix something fast, to deliver something.
But taking a short pause to clarify what’s actually needed often saves time later. It helps teams decide:
whether training is the right solution at all
what problem training should be supporting
what the next right step should be
Sometimes that step is training.
Sometimes it’s process work, documentation, clearer expectations, or workflow changes.
The difference is clarity.
A Short Perspective on This Idea
This short video shares how I think about this moment — when training comes up, but the real problem hasn’t been fully named yet.
It’s not about frameworks or best practices. It’s about judgment.
Clarity Before Content
Training is most effective when it’s built on a clear foundation.
When teams take the time to understand what’s actually happening — and what needs to change — training becomes a support system instead of a substitute. That shift, from reacting quickly to thinking clearly, is often what makes the biggest difference.
If this perspective resonates, it’s the kind of work I help teams navigate.
